TZL 1327 (web)

BUSINESS NEWS RUSH AND CHICAGO DESIGN NETWORK TEAM UP TO EXPAND VISION FOR PATIENT-FOCUSED HEALTHCARE FOR ROAD HOME PROGRAM The Road Home Program at Rush had its ribbon cutting last fall to celebrate the completion of Road Home’s latest space at 325 S. Paulina St. designed by architecture firm Chicago Design Network . “Chicago Design Network went above and beyond Rush’s expectations with their level of detail in design,” Rush University Medical Center Project Manager Liz Ott said. “From the space plan to the final finishes, their entire team was dedicated to the mission of the project from start to finish. The firm created a warm and comfortable space where patients can feel safe in the home-like environment, and care providers can offer meaningful treatment in a combination of private and group therapy spaces.” The Road Home Program at Rush is a non- profit organization that helps veterans face the

challenges of life after deployment, offering aid regardless of discharge status or ability to pay. Established in February 2014, their intensive outpatient program has helped treat more than 1,000 veterans. Researchers at Rush found that Road Home’s three-week IOP program reduced the number of patients reporting PTSD and depression symptoms by 50 percent. The program receives funding from the Warrior Project and Warrior Care Network. “As a part of the Warrior Care Network, Road Home needed a space that’s warm, safe and inviting,” Road Home Program Executive Director William Beiersdorf said. “We are thankful that Chicago Design Network was able to help us lay out and develop great ideas and bring them to life. For veterans, half the battle is deciding to participate in the program. We now have a wonderful community space that veterans and their families love. We really appreciate everyone’s thoughtfulness in helping bring the center to life.”

Chicago Design Network began its partnership with the Road Home Program in 2013. The spaces embody Rush’s vision for leading innovative, patient-focused health care. By working closely with Road Home personnel, the firm creates spaces tailored to the needs of veterans and staff. “Working on Road Home projects has been a humbling experience,” Chicago Design Network Principal Deborah Winchester said. “The staff is devoted to helping veterans from all over the country, so we want to make sure that same level of passion and dedication is reflected in each space. We draw inspiration from nature to create comfortable, flexible spaces for veterans, their families and staff to feel at ease throughout their time in each space.” Founded in 1985, Chicago Design Network is an architecture and interior design firm located in the West Loop of Chicago.

LEO MACLEOD, from page 11

toward. People can be trained, but if an assessment indicates that a candidate is very low on initiative, you’re not going to transform that person into an inspired leader who comes up with new ideas. The same can be said about other key leadership measurements, such as whether they are naturally a positive person or confident in presenting their own ideas. These assessments are useful, even if your candidates are not the future owners. Knowing the potential of your staff will help you understand how far you can develop them and where they fit in the organization. It also helps you identify emerging leaders before they are faced with tasks beyond their nature. “I’m more inclined to trust someone who believes in their own ability to shore up areas of inadequacies and works to improve themselves. There’s no measuring tape or easy predictor for a strong will. As you look at the future owners of the company, use everything at your disposal.” Even assessments that generate beautiful graphs and specific numbers can’t predict that people can continuously surprise us. I’m more inclined to trust someone who believes in their own ability to shore up areas of inadequacies and works to improve themselves. There’s no measuring tape or easy predictor for a strong will. As you look at the future owners of the company, use everything at your disposal: formal assessments, training, coaching, challenging assignments, and encouragement. The more information you collect, the better you’ll be able to gauge if you have the right team for the future. LEO MACLEOD is a leadership coach in Portland, Oregon. He can be reached at leo@leomacleod.com.

❚ ❚ The fit. Typically, emerging leaders are identified because they’re really good at their jobs, can manage themselves with virtually no oversight, clients love them, and they’ve shown a desire and appetite to put in the extra work. And, they have made it known they want a seat at the table. How well do they manage people? Do they earn the respect of their peers? Who do staff turn to for questions? Effectively managing people just comes from doing it. Some people are just naturally gifted at tuning in to people and staying out of their way. For others, it’s very difficult to not just do it themselves. Delegation can be learned, but are the people wired to be effective managers? Some people, who are good at their jobs, don’t like dealing with people problems all day. It’s not part of their natural skill set, and they fight it. Again, people need to be thrown into management positions and tested sooner than later. It’s not uncommon to find leaders who don’t have the aptitude to be managers nor do they have the interest to learn. ❚ ❚ The un-leader. Leading and managing are different. I’ve coached people who are good managers of people but don’t have the fire in the belly to be leaders. Leading requires passion, an appetite for risk, and an aptitude to think beyond the status quo. It’s very challenging for people to think strategically if they’ve never been in that situation: Identifying core problems, gathering critical data, imagining different scenarios, thinking through the pros and cons, presenting and defending your plan, making adjustments, getting buy-in, following through with the hard implementation. I’ve given people templates and coached them to pick up the challenge. What I’ve found is people can be developed, but some people are not just wired to be leaders. They know their place, and it’s not at the head of the table. How do you screen and develop future leaders? There’s no substitute for trial by fire. But there are also formal skill and personality assessment tools, of which there is no shortage in the market. What’s critical is to try to understand fit and potential early by assessments that measure what potential candidates naturally gravitate

THE ZWEIG LETTER January 13, 2020, ISSUE 1327

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